This assignment will discuss the case study of Global Business School (GBS), by breaking down all the intrinsic theory that can be applied to this case study. It starts with defining what HRM is, moving to different theoretical applications of ‘best practice’ HRM, the Ulrich Model, and then respectively, CIPD together with other relevant theoretical approaches to the case study. It will extend to all the areas covered by the applicable theory, and then contrast the benefits and issues associated to it. Providing throughout the assignment, examples and perspectives from several authors that will be supported with relevant references on which it will be possible to critically analyse and draw a conclusion about Mr. Jones’ case study.
At a glance
- Applies the Ulrich model to Global Business School’s HR restructuring
- Examines HR restructuring in Portuguese schools as a comparison
- 19 sources in the bibliography
Contents
1. Contemporary Perspectives on HRM
Aims and Topics
This work examines human resource management at Global Business School through the case of an HR restructuring led by Mr. Jones. It asks how competing HRM approaches and professional ethics can be used to assess the redesign and its context.
- The Ulrich model and the HR business partner role
- Best practice and high-performance work systems
- Best fit and strategic human resource management
- Organisational change and staff training
- Stakeholder responsibilities and the CIPD code
- A comparison involving Portuguese schools
Excerpt from the Book
Contemporary Perspectives on HRM
This assignment will discuss the case study of Global Business School (GBS), by breaking down all the intrinsic theory that can be applied to this case study. It starts with defining what HRM is, moving to different theoretical applications of ‘best practice’ HRM, the Ulrich Model, and then respectively, CIPD together with other relevant theoretical approaches to the case study. It will extend to all the areas covered by the applicable theory, and then contrast the benefits and issues associated to it. Providing throughout the assignment, examples and perspectives from several authors that will be supported with relevant references on which it will be possible to critically analyse and draw a conclusion about Mr. Jones’ case study.
It is important to refer that HRM, standing for “Human Resource Management”, relates ‘to the management of work and individuals aiming a certain result, is a crucial activity in any organisation in which human beings are employed’ (Boxall, Purcell and Wright, 2007). Regardless of the work sector, it is important for organisations to, at least from time to time, make an evaluation of their actual HR practices in order to improve general performance in key areas such as workplace trust, job satisfaction, commitment, effort and perceived organisational performance (Gould-Williams, 2003).
In this particular case study of Mr. Jones, it is possible to witness that the HR team has recently “been given” a different brand, as in, from Manchester College of Business to Global Business School, meaning that, the organisation’s values could have changed. The team has been engaging together for at least ten years with six HR officers, and two HR Administrators, developing significant experience in the sector, but no formal compliance or membership with CIPD. This means that, the HR department could be somewhat very traditional and old fashioned on its largely Personnel function, maintaining this approach after facing an organisational change.
Chapter Summary
Contemporary Perspectives on HRM: The work analyses an HR restructuring at Global Business School using the Ulrich model, best-practice and best-fit approaches, and professional ethics. It also considers a comparison with Portuguese schools and the role of training and organisational context.
Keywords
human resource management, Global Business School, Ulrich model, HR business partner, best practice, best fit, high-performance work systems, organisational change, strategic HRM, employee training, business ethics, stakeholder theory, CIPD code
Frequently Asked Questions
What is this work about?
It examines an HR restructuring at Global Business School and assesses it using human resource management theory and professional ethics.
What are the central topics?
The main topics are the Ulrich model, best practice, best fit, high-performance work systems, organisational change and ethical responsibilities.
What is the main aim of the work?
The work aims to critically analyse the case by applying relevant HRM theories and considering their benefits and limitations.
What research method does the author use?
The author uses a case-study discussion supported by published literature and theoretical approaches.
What does the main discussion cover?
It considers the restructuring of HR roles, the introduction of high-performance work systems, alternative strategic approaches and the ethical implications of management decisions.
Which keywords characterise the work?
Key terms include strategic HRM, the Ulrich model, best practice, best fit, high-performance work systems and business ethics.
How is the Ulrich model connected to the case?
The model informs the redesign of the HR function, including the assignment of business partner roles to four HR officers.
Why are Portuguese schools discussed?
The work uses the grouping of Portuguese schools and their HR departments as a comparison for organisational restructuring.
How does the work address professional ethics?
It considers stakeholder interests and assesses management conduct in relation to articles of the CIPD code.
- Citation du texte
- Wilhelm Osterdahl (Auteur), 2017, Contemporary Perspectives on Human Resource Management, Munich, GRIN Verlag, https://www.grin.com/document/1445961
